Today, in the context of globalization and Chinese "open door" policy, many different international cosmetics companies are going to the Chinese market and existing companies are trying to enlarge their appearance to earn more profit margins.The main aim for writing this thesis on this topic was to analyze Chinese cosmetics industry environment via PEST analysis and the development of the industry. It's important to select a marketing strategy when doing business in China because of the huge difference between Chinese social and business culture in the Western countries.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2015-08-05T18:15:13Z No. of bitstreams: 1 Melissa Lucchi.pdf: 2748145 bytes, checksum: 1c99225dd97efcb4369bef374e64c89a (MD5) / Made available in DSpace on 2015-08-05T18:15:13Z (GMT). No. of bitstreams: 1 Melissa Lucchi.pdf: 2748145 bytes, checksum: 1c99225dd97efcb4369bef374e64c89a (MD5) Previous issue date: 2015-06-09 / Since 1985, personal characteristics are recognizes as determinants of salesperson performance, but the majority of international studies that investigate the relation between sales personal values and objective performance don’t include the sales force (vendors and sales managers) in the samples. Relating to Personal Selling firms, researches show that the personal value ‘effort’ is related to high performance. Relational values, highly present in social and informal sales contexts as the Personal Selling, are neglected, not being related to positive individual performances. Adopting the Organizational Culture as theoretical framework, this study investigates the relation between the sales force´s (Sales Executives - EVs and Beauty Consultants - CBs) personal values of the Direct Selling firm Pierre Alexander Cosmetics (PA) and individual revenues obtained by these professionals. This was accomplished by the use of direct observations and the C-VAT Methodology (Culture and Values Analysis Tool) and the PVP questionnaire (Personal Values Profile), that 415 PA members answered between 2012 and 2014. The answers were analyzed by the Cluster Analysis Technique and show a Company composed by women that are more than 40 years of age and work at PA for more than 15 years. Their values are strong in Work and effort is the main one, united to work quality and to relational dimensions as loyalty, empathy and sociability. In a second moment, the relation between personal values and individual revenues of the sales force in the year 2013 was interpreted by frequency distribution methods. This research concluded that personal values related to Work are fundamental to obtain high individual performance from the CBs (sellers). On the other hand, relational values are most important to motivate the EV’s (coordinator) team of sellers. Differing from what affirms the literature on the area, personal values that help in sales differ from personal values that base the motivation of others to sales (EVs objective). / Desde 1985, os fatores pessoais são reconhecidos como determinantes do desempenho de vendedores, porém a maioria dos estudos internacionais que investiga a relação entre valores pessoais de vendedores e desempenho objetivo não inclui a força de vendas (vendedores e gerentes de venda) nas amostras. No que se refere a empresas de Venda Direta (VD), pesquisas apontam que o valor pessoal ‘esforço’ está relacionado à obtenção de altos faturamentos. Valores relacionais, altamente presentes em contextos de venda sociais e informais como a VD são negligenciados, não sendo relacionados a desempenhos individuais positivos. Utilizando a Cultura Organizacional como aporte teórico, esta pesquisa investiga a relação entre valores pessoais da força de vendas (Executivas de Vendas - EVs e Consultoras de Beleza - CBs) da empresa de Venda Direta Pierre Alexander Cosméticos (PA) e faturamentos individuais dessas profissionais. Para tanto, utilizou-se de observação direta e da metodologia C-VAT (Culture and Values Analysis Tool), com o questionário fechado PVP (Perfil de Valores Pessoais) aplicado, entre 2012 e 2014, a 415 membros da PA. As respostas, analisadas por meio da Técnica de Análise de Clusters, mostram uma Empresa composta por mulheres com mais de 40 anos de idade, em sua maioria, há 15 anos ou mais na PA. Seus valores são fortes em Trabalho, sendo o esforço o principal, unido à qualidade no trabalho e a dimensões relacionais como lealdade, empatia e sociabilidade. Em um segundo momento, a relação entre valores pessoais e faturamentos individuais da força de vendas no ano de 2013 foi interpretada por métodos de distribuição de frequência. Concluiu-se que valores pessoais ligados a Trabalho são fundamentais para a obtenção de altos faturamentos individuais por parte das CBs (vendedoras), ao passo que valores relacionais são mais importantes para motivar a equipe de vendas das EVs (coordenadoras). Diferindo do que afirma a literatura da área, valores pessoais que auxiliam nas vendas diferem, portanto, de valores pessoais que embasam a motivação de outros para a venda (objetivo das EVs).

直銷進入中國近20年，因為中國特殊法規環境，造成多數的中國消費者對直銷抱有一種懷疑的態度。但是近年來不少中國直銷企業，投入相當程度資金與人力在參與慈善公益和社區責任，形成以『參與社會公益為榮』，以『履行社會責任為傲』的行業風氣，進而大幅度提升中國直銷企業的社會形象。如此不僅有利於中國直銷長期持續的發展，並且中國直銷企業在實行企業社會責任作法，對於台灣直銷企業在深耕台灣本土市場或進軍大陸市場，具一定參考作用。 本研究以中國直銷標竿企業作為主要研究分析對象並以世界公認全球永續報告書綱領比較兩岸直銷企業在實行社會責任的差異，以發現標竿企業實行社會責任的特色並歸納其在中國成功實施企業社會責任九個關鍵因素 : 一、提升企業倫理境界，樹立社會責任理念。 二、將企業社會責任納入企業的發展戰略。 三、專職企業社會責任執行單位與企業社會責任發展平臺設置。 四、建立擁有企業獨特優勢與競爭特色的志願者服務隊伍。 五、保證產品與服務品質是最基本的社會責任。 六、制定完善的消費者保障制度。 七、掌握產品與顧客獨特優勢，舉辦適合自身企業文化的公益活動。 八、尊重中國傳統文化和中國政府。 九、積極宣傳企業社會責任或社會慈善履行情況。 / There are almost 20 years after Direct Selling commenced in China, due to complicated and restricted regulatory issues, the image of Direct Selling is always being argued and the perception of consumer is disadvantage for the development of Direct Selling in China. Recently some of Direct Selling companies have heavily involved corporate philanthropy and social responsibility, which are very instrumental for securing the recognition of general public today and enhancing the sustainability of the Direct Selling development in future in China. Furthermore, the experiences on the Corporate Social Responsibility of the Direct Selling in China are the best practice for penetrating the domestic market in Taiwan and new development in the Mainland China. It is applied to compare the planning & execution of Corporate Social Responsibility through Global Reporting Initiative between Taiwan and China : analyze the unique features of benchmark company of Direct Selling in China we select and find its comparison with Direct Selling companies of Taiwan and summary the 9 key success factors of the implementation of Corporate Social Responsibility as following : 1. Elevate the standard of business ethic and build the concept of social responsibility. 2. Select the Corporate Social Responsibility as one of the corporate strategies. 3. Develop the dedicated organization & platform for the execution of Corporate Social Responsibility. 4. Build the unique features and core competences of volunteer taskforce within Distributor/Employee. 5. Ensure the product-guarantee and service-quality are the basic of social responsibility. 6. The establishment of full consumer protection system. 7. Conduct the best corporate philanthropy activity in connection with unique features of product & customer and corporate culture. 8. Respect Chinese culture & custom and China government. 9. Promote the execution & results of Corporate Social Responsibility or Corporate Philanthropy.

Submitted by margarita Morales (margemor1@gmail.com) on 2017-01-16T15:49:51Z No. of bitstreams: 1 Estrategia_Morales_Projeto_16012017 vf.pdf: 1798950 bytes, checksum: e630c4b43c31d0304ad07102a9853fe4 (MD5) / Approved for entry into archive by Fabiana da Silva Segura (fabiana.segura@fgv.br) on 2017-01-16T15:56:50Z (GMT) No. of bitstreams: 1 Estrategia_Morales_Projeto_16012017 vf.pdf: 1798950 bytes, checksum: e630c4b43c31d0304ad07102a9853fe4 (MD5) / Made available in DSpace on 2017-01-17T14:08:53Z (GMT). No. of bitstreams: 1 Estrategia_Morales_Projeto_16012017 vf.pdf: 1798950 bytes, checksum: e630c4b43c31d0304ad07102a9853fe4 (MD5) Previous issue date: 2016-12-15 / Micro-entrepreneurs and one-person business sector are important factors in the dynamics of emerging economies. In Brazil specifically, around 4,5 million of them are affiliated with direct selling companies. They are non-salaried; receive commissions on sales and work for themselves by setting their own hours and creating their own marketing plans. The aim of this study was to analyze the relationship between key entrepreneurial behaviors and sales performance among self-employed direct selling representatives in Brazil (SEDSR). Based on a quantitative approach, four independent variables were measured in a sample of 651 SEDSR: need of achievement (NA), self-efficacy (SE), risk-taking propensity (RP) and locus of control (LC). Dependent variable was business performance (Y1). An online survey was submitted to an email address database provided by a global direct selling company with operations in Brazil. Descriptive statistical and regression analysis were performed with the intent to determine first, the prevalence of each entrepreneur behavior, in a population that is traditionally pushed into direct selling by necessity and second, how each affects and predicts business performance. Results showed there is a high prevalence in terms of NA and SE, confirming these behaviors are not exclusive on successful and formal entrepreneurs. LC and RP receive medium score. Unexpectedly, results also show that none of the behaviors on its own have significant impact in predicting business performance. When putting the four behaviors into one only single regression model correlation increases slightly but not enough to make results conclusive. Through main effect plot analysis, results also suggest SE and NA are the biggest influencer factors in business success of a SEDSR. Finally, analyzing the best interactions of the variables allowed building a profile to achieve the maximum business performance. This study attempts to contribute to the academic field of the entrepreneurship and has practical implications in direct selling industry. On the first, it contributes to the existing body of knowledge on the direct selling entrepreneurship and specifically, to the conceptual debate if SEDSR should or should not be defined as micro-entrepreneurs per se and not simply, as sales distributors as some authors defend. On the second, this study provided insights to direct selling managers that could use to improve recruitment and engagement process of their independent sales force. Further studies need to include other variables besides entrepreneurial behavior to better understand and predict business performance and how enable SEDSR to transition from necessity-driven entrepreneurship to opportunity-driven. / Micros empreendedores e o setor de negócios unipessoais são fatores importantes na dinâmica de economias emergentes. No Brasil especificamente, em torno de 4,5 milhões deles são afiliados com empresas de vendas diretas. Eles são não assalariados, mas recebem comissões sobre as vendas e trabalham para si próprios, definindo suas próprias horas de trabalho e criando seus próprios planos de marketing. O objetivo deste estudo foi analisar a relação entre o comportamento empreendedor e o desempenho de vendas desse representante independente da venda direta no Brasil (SEDSR). Baseado em uma abordagem quantitativa, quatro variáveis independentes foram medidas em uma amostra de 651 revendedores: necessidade de logro (NA), auto eficácia (SE), propensão a assumir riscos (RP) e lócus de controle (LC). A variável dependente foi o desempenho de vendas (Y1). Uma pesquisa online foi submetida a uma lista de e-mail fornecida por uma empresa de venda direta global, com operações no Brasil. Análise descritivas e regressões estatísticas foram realizadas com o intuito de determinar, primeiro, a predominância de cada comportamento empreendedor em uma população que tradicionalmente atua na venda direta por necessidade. Segundo, como cada um desses comportamentos afetam e prevêem o desempenho empresarial. Os resultados mostraram que há uma alta predominância em termos de ND e SE, confirmando que esses comportamentos não são exclusivos em empresários bem sucedidos e formais, já LC e RP receberam pontuação média. Inesperadamente, os resultados também mostram que nenhum dos comportamentos por si só tem um impacto significativo na previsão de desempenho de negócios. Quando considerados os quatro comportamentos em um único modelo de regressão, a correlação aumenta ligeiramente, mas não o suficiente para tornar os resultados conclusivos. Por meio da análise do gráfico de efeitos principais, os resultados sugeriram que SE e AT são os maiores fatores influenciadores no sucesso empresarial de um SEDSR. Finalmente, a análise das melhores interações entre as variáveis permitiu a construção de um perfil para o desempenho máximo do negócio. Por fim este estudo buscou contribuir com o campo acadêmico sobre empreendedorismo e propôs implicações práticas na indústria de venda direta. Em primeiro lugar, contribuiu para o acervo de conhecimentos sobre empreendedorismo na venda direta e especificamente para o debate conceitual sobre o SEDSR, se deve ou não ser definido como microempresários e não simplesmente como distribuidores de vendas como alguns autores defendem. Em segundo lugar, este estudo forneceu dados para que gestores da venda direta possam melhorar o processo de recrutamento e o engajamento de sua força de vendas independente. Mais estudos poderiam considerar outras variáveis além do comportamento empreendedor para melhor compreender e prever o desempenho dos negócios e como capacitar o SEDSR a realizar a transição de empreendedorismo orientado à necessidade para a orientação à oportunidade.

Submitted by Débora Cabral Soares Ribeiro (d.c.soares@uol.com.br) on 2017-01-16T00:56:39Z No. of bitstreams: 1 Dissertação_Biblioteca_Debora_Ribeiro.pdf: 3530018 bytes, checksum: aa769311a68fa5ddac2f33dc9697d7ea (MD5) / Rejected by Fabiana da Silva Segura (fabiana.segura@fgv.br), reason: Boa Tarde, Prezada Débora O titulo do trabalho está diferente do título que foi aprovado em ATA, seu orientador deverá encaminhar e-mail para o mestradoprofissional@fgv.br mencionando o novo título, somente após o envio do e-mail você poderá postar novamente A ordem das páginas são: Capa - Contra Capa, ficha catalográfica e folha de assinaturas Após o envio do e-mail do seu orientador e a correção da ordem dessas primeiras páginas submeter novamente o trabalho on 2017-01-16T15:18:29Z (GMT) / Submitted by Débora Cabral Soares Ribeiro (d.c.soares@uol.com.br) on 2017-01-18T18:04:57Z No. of bitstreams: 1 Dissertação_Biblioteca_Debora_Ribeiro.pdf: 3529746 bytes, checksum: 6177b546ae6848a69923478fbe385136 (MD5) / Approved for entry into archive by Fabiana da Silva Segura (fabiana.segura@fgv.br) on 2017-01-18T18:11:24Z (GMT) No. of bitstreams: 1 Dissertação_Biblioteca_Debora_Ribeiro.pdf: 3529746 bytes, checksum: 6177b546ae6848a69923478fbe385136 (MD5) / Made available in DSpace on 2017-01-19T11:42:04Z (GMT). No. of bitstreams: 1 Dissertação_Biblioteca_Debora_Ribeiro.pdf: 3529746 bytes, checksum: 6177b546ae6848a69923478fbe385136 (MD5) Previous issue date: 2016-12-20 / The customer lifetime value (CLV) allows to measure the present value of the future cash flows in the relationship of a company with its client. The CLV calculation includes retention and acquisitions analysis, retention and acquisitions expenses, margin obtained by the company with the customer, media expenses, and other investments made by the company at the customer. Several applications have been proposed for CLV, ranging from companies in business-tobusiness and business markets to consumer companies. In addition, there are studies that use the CLV assumptions to measure the value of the sales agent. In the context of direct selling, the direct seller / consultant has an essential role for the business, since in addition to selling, he is also a consumer, using for his own consumption. Usually the direct seller works for more than one brand. Withholding is a challenge because in addition to losing a customer, you may be losing a seller to competing companies. Direct sales companies make high retention expenses with high promotional incentives. Thus, there are opportunities for the application of CLV in direct sales, contributing to the targeting of these incentives in order to maintain the profitability of the business. This project addresses the CLV metrics, specifically applied to analyze the value of this profile of agent that at the same time is a customer and sales representative: the consultant of direct selling products, more specifically in the personal hygiene, perfumery and (HPPC) in Brazil, given the importance of direct sales to HPPC. This question is relevant since, when the customer value (CLV) is identified, it is possible, for example, to determine the investment allowed, increasing or limiting, according to the expected return. The objective of this work is to find the value of the consultant. In order to achieve this objective, the data of 19827 consultants were analyzed, evaluating cadastral, transactional information, shopping baskets and response to stimuli, considered a period of 28 historical cycles, equivalent to just over 1.5 years. The analysis consisted in evaluating the profitability of this agent in a future period equivalent to 6 cycles, about 4 months, from the probability of this consultant being active in each one of the periods. It is possible to identify groups of consultants who may receive different investments, according to the profitability range of each group. / O valor do cliente no tempo, ou customer lifetime value (CLV) permite mensurar o valor presente dos fluxos de caixa futuro no relacionamento de uma empresa com seu cliente. O cálculo do CLV compreende análise de retenção, gastos em retenção, análise da aquisição, gastos em aquisição, margem obtida pela empresa com o cliente, gastos em mídias, e outros investimentos feitos pela empresa no cliente. Diversas aplicações têm sido propostas para o CLV, desde empresas em mercados empresariais business-to-business até empresas de consumo. Inclusive, há estudos que utilizam as premissas do CLV para mensurar o valor do agente de vendas. No contexto da venda direta, o revendedor possui um papel essencial para o negócio, uma vez que além de vender, ele também é consumidor, utilizando para consumo próprio. Normalmente o revendedor atua para mais de uma marca. A retenção é um desafio pois além de perder um cliente, pode estar perdendo um vendedor para empresas concorrentes. As empresas de vendas diretas fazem elevados gastos de retenção, com elevados incentivos promocionais. Assim, há oportunidades para aplicação do CLV na venda direta, contribuindo para o direcionamento desses incentivos de forma a manter a lucratividade do negócio. Este projeto aborda a métrica do CLV, especificamente, aplicado para analisar o valor deste perfil de agente que ao mesmo tempo é cliente e representante de vendas: o consultor/revendedor de produtos de venda direta, mais especificamente no mercado de higiene pessoal, perfumaria e cosméticos (HPPC) no Brasil, dada a importância da venda direta para o HPPC. Esta questão é relevante uma vez que ao ser identificado o valor do cliente (CLV) é possível, por exemplo, determinar o investimento permitido, aumentando ou limitando, de acordo com o retorno esperado. O objetivo deste trabalho é encontrar o valor do consultor. Para atingir este objetivo foram analisados os dados de 19827 consultores, avaliando informações cadastrais, transacionais, cestas de compra e resposta à estímulos, considerado um período de 28 ciclos históricos, o equivalente a pouco mais de 1 ano e meio. A análise consistiu em avaliar a lucratividade deste agente em um período futuro equivalente a 6 ciclos, cerca de 4 meses, a partir da probabilidade deste consultor ser ativo em cada um dos períodos. Sendo possível identificar grupos de consultores que poderão receber investimentos distintos, de acordo com a faixa de lucratividade de cada grupo.

Issue of my Master{\crq}s work inclusive of questions consumers{\crq} cooperative and network marketing. This is very interesting and actual section, because both of these levels have been hiding large potential. They can bring out compelling alternative solution in contact with final consumer. The Work is focused on general analysis of the setting of network marketing and the setting of consumers{\crq} cooperative in the Czech republic. This analysis is completed with comparison of two concrete subjects and assets for final consumers. One of the components is also question form. This question form is based on questioning of two hundreds respondents. Main aims were to find out consumers view of network marketing and consumers{\crq} cooperative, how consumers trust these systems and how often they use it for shopping. Conclusion what I got from research is that consumers{\crq} cooperative is more popular, than network marketing. Due to wrong name of network marketing. That is also why the final consumer use consumers{\crq} cooperative more often for shopping, than network marketing. Main potential of consumers{\crq} cooperative and network marketing is based on the fact, that they can get final consumers to integrate chain. In that case, the consumer is supposed to participate in the co-creation of products and services.

This diploma thesis deals with the multi-level marketing issue as a branch of business opportunities for individuals. It weighs pros and cons of this business method and its difference from misleading models. This diploma thesis proposes a specific approach leading to gain of a stable income level in this industry. It uses present knowledge of multi-level marketing, basic competence definition methods, competence models and coaching.

經濟全球化浪潮下，中國是所有跨國公司對外直接投資的焦點，然而即便是擁有豐富國際市場經驗的跨國公司，進入中國內需市場時仍免不了碰到水土不服的問題，最主要的原因在於中國政府一向以政府政策(Government Actions)強力主導全國產業之發展，形成政府力量迫使廠商必須在經營策略上做出相當程度調整的現象。擁有十三億內需市場的中國，早已令全球直銷業虎視眈眈，但中國政府以必須符合國情需要為由強制直銷業者必須開設店舖方得營業的規定，使得全球直銷業無店舖銷售的經營模式，面臨有史以來最大的考驗，直銷業可說是跨國公司進入中國市場最具曲折性與風險度的行業之一。 本研究共分為五章，第一章說明本研究之《研究背景》、《研究動機》、《研究目的與問題》、《研究方法與對象》、《研究流程》。《研究背景》直接說明跨國直銷公司進入中國市場後必須走向本土化發展的環境背景，《研究動機》則點出為何研究者會選擇「直銷業在中國轉型經營」作為本研究的中心課題，《研究目的》在於期望本研究日後能成為各界研究中國直銷業的重要參考，《研究問題》則是中國直銷業轉型經營的原因、過程與結果，本研究的《研究方法》採用探索性行動研究，《研究對象》以安利Amway、雅芳Avon公司為個案，《研究流程》將以流程圖方式說明本研究的研究過程與論文的架構。 第二章分別將過去產官學界對於「跨國公司(MNC)」、「跨國公司與地主國的互動」、「跨國公司在中國市場本土化的發展」，以及「經營模式(Business Model)」、「企業轉型(Business Transformation)」、「關鍵成功因素(Key Success Factor, KSF)」等方面之看法與解釋作一整理歸納，一方面有助本研究對所探討之跨國直銷公司以及地主國(中國)有最全面性與客觀的瞭解，一方面也為日後欲研究相關問題的產官學界在文獻資料整理上留下參考。 第三章首先闡述全球直銷業發展的概況，再藉由研究者自身的工作經驗，配合中外文獻資料、媒體報導說明1998年至今在中國的跨國直銷公司迫於中國政府的產業政策，如何從70年來全球已風行90個國家的無店舖直銷模式轉型成有店舖經銷的歷史背景，進一步以十大點描述其具體轉型內容。 第四章先說明個案安利(Amway) 公司、雅芳(Avon)公司成為轉型成功個案之篩選標準，並藉由企業訪談瞭解其企業背景、中國公司大事紀、轉型的歷程和具體的經營模式，然後針對個案公司在轉型過程中總體面如政府的心態、社會大眾的觀感的改變，以及個體面如店舖建置、營銷團隊、顧客關係上的變化作一綜合分析，最後歸納出說明個案公司階段性轉型成功的六大關鍵因素。 第五章提出三點對現存特許經營跨國直銷業者的建議，同時對後續研究者也提出兩點建議，並點出本研究在探討企業轉型文獻上，完全由地主國強制跨國公司轉型經營案例的獨特性，以及揭露中國直銷業者轉型為店舖模式的完整性共兩點貢獻。 最後結論歸納出：跨國公司往往會嚐試將西方的經營模式套用在開發中國加上，如果抱持著全球化唯我獨尊的企業帝國主義(Corporate Imperialism)進入中國市場，終將功敗垂成，跨國公司想要在中國這個新興市場中成功搶灘，就必須進行大規模的創新與資源轉變，在中國應當適應中國從計畫經濟階段邁入市場經濟階段的轉型市場經濟，尊重中國國情，重視本土化，跨國直銷公司在中國市場轉型經營至今可以說是做了最好的示範，一直堅持在尊重國情、依法經營的基礎上，為消費者提供優良的產品和親切、周到的售前售後服務，為願意努力工作的人士提供一個踏實、多勞多得的工作機會，這一切都是在尊重地主國政府政策，遵守地主國政府法規原則下所做出之政府、企業雙贏的理性決策•

Theoretical section defines the concept of direct selling, describes its history and current development in the world and in the Czech Republic. It further addresses its advantages and organizations which determine international rules and ethical standards of direct selling. The practical part focuses on direct selling of telecommunications services. First, it analyzes development of telecommunication market in years 2007-2011. Based on this analysis, it presents strategy of building a data network of local Internet service provider PJcomp Ltd. in the same period. It describes pricing and practices in direct selling of internet connection. It further addresses the negotiating tactics towards residential houses, developers and suppliers of IT services. The conclusion is based on SWOT analysis and proposes a new corporate strategy.

Submitted by Manoela Sabbadin Begas (manu.begas@gmail.com) on 2017-03-21T17:15:56Z No. of bitstreams: 1 Manoela_Dissertação.pdf: 1812808 bytes, checksum: c5237fd3e360f7c33edd0f82fc1e73be (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2017-03-21T17:17:07Z (GMT) No. of bitstreams: 1 Manoela_Dissertação.pdf: 1812808 bytes, checksum: c5237fd3e360f7c33edd0f82fc1e73be (MD5) / Made available in DSpace on 2017-03-22T12:14:18Z (GMT). No. of bitstreams: 1 Manoela_Dissertação.pdf: 1812808 bytes, checksum: c5237fd3e360f7c33edd0f82fc1e73be (MD5) Previous issue date: 2017-02-24 / The main objective of this study was to investigate the effect of perception of pressure to buy in the perception of consumer justice in direct sales. In addition, it also sought an approximation/friendship between salespeople and consumers influencing the perceived pressure effect on consumer perception of justice, as well as whether emotions (positive versus negative) mediate a relationship between a perception of justice and behavior (intent of repurchase and word-of-mouth) from salespeople. A quantitative study was carried out through a survey of 411 direct selling custom ers, and the data were analyzed by structural equation modeling (SEM). The results showed that consumers do not feel pressured by resellers, so a perception of fairness perceived by consumers has been high and has led them to the intentions of positive repurchase and buzz behavior in relation to the salespeople. Proximity/friendship between consumers and salespeople increased a perception of consumer justice, and only as positive emotions did they partially mediate a perception of fairness and consumer behavior. / Este estudo teve como objetivo principal investigar o efeito da percepção de pressão para comprar na percepção de justiça do consumidor, na venda direta. Além disso, também buscou compreender se a proximidade/amizade entre revendedores e consumidores influencia o efeito da percepção de pressão na percepção de justiça do consumidor, bem como se as emoções (positivas vs. negativas) mediam a relação entre a percepção de justiça e o comportamento (intenção de recompra e boca-a-boca) dos consumidores em relação aos revendedores. Foi realizado um estudo quantitativo mediante levantamento de dados (survey) com 411 consumidores de venda direta, e os dados foram analisados pela modelagem de equações estruturais (MEE). Os resultados mostraram que os consumidores não se sentem pressionados pelos revendedores, portanto a percepção de justiça percebida pelos consumidores foi alta e os levou a intenções de comportamentos de recompra e boca-a-boca positivos em relação ao revendedor. A proximidade/amizade entre consumidores e revendedores aumentou a percepção de justiça do consumidor, e apenas as emoções positivas mediaram parcialmente a relação entre a percepção de justiça e o comportamento do consumidor.